By David Finkelstein,President, InstantCard Managing myriad employee credentials is becoming more and more complex for Training managers as licenses and credentials proliferate. Experts in some fields may have a dozen or more qualifications. All have varying expiration dates and varying continuing education requirements.
Edited by Margery Weinstein
By Jim McCoy, Vice President and RPO Practice Lead, ManpowerGroup Solutions With 39 percent of U.S. employers experiencing difficulties finding people with the right skills, the struggle to fill vacancies threatens to negatively affect business performance. This is not just a U.S. issue—globally, the number of employers that believetalent shortages will negatively affect their business has increased by nearly a third to 35 percent.
By Jack Groppel, Ph.D., Vice President, Applied Science and Performance Training, Wellness & Prevention, Inc., and Co-Founder, Human Performance Institute From an intellectual perspective, few people challenge the notion that the healthier one is, the better that person will perform. Putting this belief into practice, however, remains a challenge in today’s corporate world, where the business case to improve human performance hasn’t quite developed yet.
By Gary Lipkowitz, COO, GoAnimate Awkward. That’s how HR managers and participants alike may feel during a training session on harassment. Bored. That’s how a trainer may feel delivering the same procedures and summaries for the 1,000th time to the latest crew of recruits. Tired. That’s how your subject matter expert may feel after a long night at the keyboard (i.e., computer or piano bar) on the morning of your training session.
By Roger Schwarz
By Bernard Desmidt “The leader who exercises power with honor will work from the inside out, starting with himself.”—Blaine Lee Looking to develop your leadership effectiveness? Here are three perspectives to consider:
By Barbara A. Trautlein, Ph.D.
By Al Switzler, Co-Founder, VitalSmarts Have you ever felt frustration or disappointment about the amount of change that resulted from your training initiative? At the end of the training, you knew the participants learned the material—they shined on the cognitive assessment, performed like professionals in the practice sessions, and received gold stars on the behavioral test. And yet, when you saw them at work in real situations; surveyed their usage of the skills; and looked at the metrics you were trying to move, there were few shiny, gold stars.
By Doug Lipp